This document discusses measuring labor productivity for construction projects. It defines labor productivity as output per input, using examples like cubic meters of concrete poured per manday. It explains that measuring productivity is important for managing costs, quality and schedules. Common causes of low productivity like weather, materials availability and planning issues are outlined. The document proposes daily tracking of work quantities and labor to calculate productivity rates for different construction activities. Sample productivity targets for structural and finishing work are provided along with total quantity estimates and current status for a project.
This document discusses measuring labor productivity for construction projects. It defines labor productivity as output per input, using examples like cubic meters of concrete poured per manday. It explains that measuring productivity is important for managing costs, quality and schedules. Common causes of low productivity like weather, materials availability and planning issues are outlined. The document proposes daily tracking of work quantities and labor to calculate productivity rates for different construction activities. Sample productivity targets for structural and finishing work are provided along with total quantity estimates and current status for a project.
This document discusses measuring labor productivity for construction projects. It defines labor productivity as output per input, using examples like cubic meters of concrete poured per manday. It explains that measuring productivity is important for managing costs, quality and schedules. Common causes of low productivity like weather, materials availability and planning issues are outlined. The document proposes daily tracking of work quantities and labor to calculate productivity rates for different construction activities. Sample productivity targets for structural and finishing work are provided along with total quantity estimates and current status for a project.
This document discusses measuring labor productivity for construction projects. It defines labor productivity as output per input, using examples like cubic meters of concrete poured per manday. It explains that measuring productivity is important for managing costs, quality and schedules. Common causes of low productivity like weather, materials availability and planning issues are outlined. The document proposes daily tracking of work quantities and labor to calculate productivity rates for different construction activities. Sample productivity targets for structural and finishing work are provided along with total quantity estimates and current status for a project.
Productivity = Output / Input (Earned hours / Worked hours)
Examples: • Kilograms of rebar fixed per manday • Cu.m Concrete poured per manday • Sq.m of formwork placed per manday • Sq.m of block laid per manday Building C Super Sructure • Sq.m of tiles laid per manday Why Measure Productivity? • You Can’t Correct a problem if you don’t know it exists • By the time the job is over, you have lost the more • You will have current information to manage and control your project • You should correct losses arising from internal problems • You may be able to recover losses arising from external causes. •Extremely vital performance measurement tool within the Building C Super Sructure
construction industry •Productivity growth is important to an individual enterprise, an industry or an economy Common causes of labour overruns External: • Overtime • Changes • Crowding • Trade stacking • Weather • Site Access
Internal: • Poor Planning & Management of work • Rework &Building Errors C Super Sructure • Bad Estimate • Lack of Training • Morale Problems • Staff turnover • Material and equipment availability Themes for Productivity Improvement
• Consistent Practices • Process versus Results Management • Consistent Procedures and Practices • Proactive versus Reactive Management • Measurement and Analysis of a defect • Risk or Variation Analysis • Vital Few versus Useful Many • Planning Versus Reacting Building C Super Sructure
• Focus on Quality first
• Pride and a Positive Attitude Methodology and Data Collection
• Daily activity form sheet will be distributed to concerned site engineer
•Site engineer will assign works to foreman, each foreman will fill the data in form. •The contents in the form majorly covering: •The quantity of activity completed for the activity being carried out •The quantity of skilled & unskilled used to complete the activity •End of each shift these forms are collected by Productivity Engineer and compiles the information and generates reports e.g. building wise trade wise, etc. • Generally monitoring major works like Steel, Formwork, Concrete, Block, Tiles etc. Building C Super •From the above reports are very useful to site management to take necessary Sructure
corrective action to improve productivity wherever necessary
Methodology and Data Collection DAY WORK SHEET DAILY ACTIVITY REPORT SECTION ENGINEER FORM
SUB- WORKDONE NO OF MEN
Sl.No WORK TASK DESCRIPTION BUILDING LEVEL TRADE ZONE QTY. UNITS DAY NIGHT 1 2 3 4 5 6 7 8 9 10 TOTAL: 0 0 REASON FOR WORK: Building C Super REWORKS VARIATIONS IDLE TIME SCOPE OF Sructure WORKS FOREMAN NAME & SIGNATURE: DATE SUPERVISOR / ENGINEER NAME & Signature DATE:
Validating the progress at site on daily basis in micro level monitoring
Productivity Rates 1. Productivity Rates for Structure works 2. Productivity Rates for Finishing works Planned Productivity Planned Description Rebar Shutter Concrete Description of work Productivity (Kg/Manday) (m2/Manday) (m3/Manday) (m2/Manday) Retaining Wall 300 4.00 5.00 Water Proofing - Horizontal 25.00 Watertank Wall 300 5.00 5.00 Water Proofing - Vertical 15.00 Core Wall 300 7.00 8.00 Protection Screed 10.00 Raft 380 7.00 15.00 Blockwork 7.00 Slab (Conventional) 150 7.00 10.00 Wall tiles 5.00 Slab (PT) 100 10.00 10.00 Floor tiles 8.00 Beam 250 7.00 8.00 Plaster(Wall) 10.00 Column 250 7.00 5.00 Staircase tiles 5.00 Ramp 250 8.00 8.00 Staircase Plaster 8.00 Staircase 100 3.00 5.00 Ceiling Plaster 5.00 Building C Super Sructure Total Quantities – Concrete Works Structural Works Planned Concrete Mandays to Level Rebar (KG) Shutter (m2) Productivity (m3) Complete (MD/Cu.m)
Basement - 3 7,553,230 27,245 28,251 2.5 70,628
Basement - 2 1,821,000 26,747 7,202 2.5 18,005
Basement - 1 2,615,000 30,285 9,093 2.5 22,733
Building - A 2,506,000 60,539 16,135 2.5 40,338 Building - B 2,408,000 51,804 13,610 2.5 34,025 Building - C 945,000 25,472 5,412 2.5 13,530 Building - D 2,257,000 54,546 13,121 2.5 32,803 Total 20,105,230 276,638 92,824 2.5 232,060
Structural Works for a Single Level
Planned Sub- Rebar Shutter Concrete Mandays to Level Productivity Zones (KG) (m2) (m3) Complete (MD/Cu.m) Building C Super A-1 140,643 2,782 Sructure 665 2.5 1,663 A-2 133,652 2,225 599 3.5 2,097 B-1 132,000 2,521 605 4.5 2,723 Level - 1 B-2 128,000 2,264 529 5.5 2,910 C 120,000 2,625 538 6.5 3,497 D-1 159,000 2,887 557 7.5 4,178 D-2 81,000 1,512 341 8.5 2,899 Total Quantities - Finishes Finishing Works Quantities Description Planned Avg Unit Building Total Planned of work Basement Building A Building C Building D Productivity B Quantity Man Days (Unit/Md)
Building - A 2,506,000 60,539 16,135 2.5 40,338 781,000 25,630 3,653 19,249 5.27
Building - B 2,408,000 51,804 13,610 2.5 34,025 524,000 15,078 2,218 10,897 4.91
Building - C 945,000 25,472 5,412 2.5 13,530
Building - D 2,257,000 54,546 13,121 2.5 32,803 225,000 4,200 856 4,051 4.73 12,349,23 Total 20,105,230 276,638 92,824 2.5 232,060 110,736 48,603 169,050 3.48 0
% of Work Completed 52.36%
Actual Man Days 169,050 Building C Super Earned Mandays Sructure 121,508 Loss / Gain -47,543 Required Man Days to complete remaining @ Current Rate of Productivity 153,809 Total Mandays for Completion (Expected) 322,859 Total Planned Mandays 232,060 Loss of Man days after Completion of Structure work -90,799 Productivity History – Planned vs Actual 6.00 4.00
